The Kia Service Transaction Guide
Performance Customer Handling
Introduction
How to Take Advantage of This Guide
At Kia, we take pride in creating outstanding customer service. As a
Kia employee, you make that possible.
As you come in contact with customers and dealership personnel
during your workday, this guide is designed to help you perform better,
faster and more effectively.
The guide covers a variety of topics that are vital to providing
excellent customer service:
• Service Registration
• Service Greeting
• Consulting
• Delivery and Follow Up
• Shop Performance
• Work Distribution
• Quality Assurance
• Cashiering
Kia has created this guide to provide you with a broad variety of
customer service information:
• Quick reference information on each topic, designed for fast,
easy access.
• A general overview of selected topics.
• Step-by-step processes and instructions on specific tasks.
• And finally, best practices for job classifications and
responsibilities.
We have compiled the industry’s best thinking, added a Kia spin, and
produced a tool just for you. You can read it cover to cover or dive in
when you have a question.
Table of Contents
Service Reservation
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5
Establish Capacity Levels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5
Handling Inquiries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7
Confirmation/Rescheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-9
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-10
Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-13
Service Greeting
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4
Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5
Preparing for Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6
Welcoming Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7
Collecting Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8
Service Support Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8
Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11
Consulting
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4
Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5
Service Advisor – Basics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5
Preparing for Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5
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Checking Workshop Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7
Checking for Specials or Promotions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7
Service Requests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7
Customer Interviews & Discussions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8
Determining Vehicle Condition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10
Documentation & Closing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-12
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-13
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-16
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-17
Work Distribution
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
Impact on Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Calculate Workshop Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Work Distribution Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
Getting Ready . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7
Work Distribution - Dispatcher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8
Work Distribution - Technicians . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-12
Process Follow-Up
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4
Using a Repair Order Log . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5
Checking Work Progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7
Contacting the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8
ii
Documenting Repair Order Changes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-10
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11
Shop Performance
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
Receiving Work Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5
Diagnosing Vehicle Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6
Intermittent Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7
TechLine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7
Unable to Identify the Cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-10
Same Problem Different Day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-11
Performing Maintenance & Repair Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-12
Handling Addition Work Found . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-13
Completing Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-14
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-15
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-17
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-18
Quality Assurance
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Identification/Documentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-5
Service Greeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-6
Customer Consulting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-6
Mechanical Repair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-8
Verification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-9
Setting Up Final Inspection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-10
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Verifying Completion of Service/Repair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-11
Workmanship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-11
Quality Check. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-12
Follow Up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-12
Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-12
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-14
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-15
Delivery
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4
Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5
Active Delivery Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5
Conducting Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6
Preparing for the Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6
Contacting the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6
Telephone Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-7
In-Person Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-7
Completing the Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-8
Convenient Vehicle Pickup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-8
After Hours Pickup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-9
Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-9
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-10
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-11
Cashier
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-4
Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-4
Tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5
Establish Capacity Levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5
iv
Preparing for the Shift/Day. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5
Preparing for the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5
Handling the Customer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-6
Paperwork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-6
Dealing With Customer Concerns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-7
Dealing With Phone Calls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-8
End of Shift/Day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-8
Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-9
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-10
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-11
Follow Up
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1
Quick Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-2
Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-4
Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-4
Tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-5
Telephone vs. Mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-5
Preparing & Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-5
Identifying Follow Up Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-5
Creating a Customer Survey Script . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-6
Conducting the Follow Up Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-8
Interpreting Customer Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-9
Summarizing Input . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-9
Using Survey Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-10
Evaluating Monthly Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11
Following Up on Special Parts Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-12
Process Improvement Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-15
Best Practice Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-16
v
Service Reservation
1Service Reservation
Chapter 1 Service Reservation
Having a quality customer reservation system is the first step
to providing complete customer satisfaction and building
dealership loyalty. A properly working customer reservation
system will assist your dealership in meeting the needs of new
customers by helping to better accommodate their personal
schedules, allowing more time to consult with customers,
reducing wait time, and providing a professional environment.
Over the years, increasing shop productivity and efficiency has
become increasingly difficult, making every minute of your shop’s
business a true commodity. Proper scheduling has now become
mandatory, as today’s customers demand that repair shops use
every available resource to add to their overall convenience and
satisfaction.
Therefore, Service Departments who develop and administer
an effective reservation system gain an edge on customer
retention and have a significant competitive advantage over
the aftermarket.
A quality service reservation system will help you organize
your department’s workday, manage variations in business
volume, and make the most of valuable Service Department
resources.
To be prepared against surprise is to be trained. To be prepared
for surprise is to be educated.
James Carse
1-1
Service Reservation
Mastery of Smooth Out the
the Service Peaks & Valleys
Reservation
Do you set aside shop capacity for
System customers with reservations? Recognize
improves that customer appointments can be
customer used to fill slow periods in your
shop schedule.
service.
Filled to Capacity
Do you try to schedule appointment
customers away from peak operational
periods? Discover how to gauge
productivity levels and shop capacity
when scheduling your customer
appointments.
1-2
Gentle Reminders
Do you confirm each appointment
with your customers? Find out how to
use the appointment system to verify
each customer appointment window
24 hours in advance.
Schedule or
Reschedule or
Reschedule
Again
Do you have a system
in place to reschedule
missed appointments?
Understand that part
of managing the
appointment system is
following up on no
shows and cancellations.
1-3
Service Reservation
Core Values
Your reservation system sets the tone for the entire Customer Service Transaction process.
The reservation is not the time to begin doing the work, it’s a specific time to receive the
customer and begin discussing the needs and expectations. The core values of the
Reservation Process are as follows:
• Reservations are based upon shop capacity and estimated repair times.
Workshop capacity is set aside for customers with reservations.
• Customer appointments are shifted away from peak service times.
• Reservations are documented on paper or within an electronic system.
• Reminder calls are made to customers before the scheduled appointment.
Advantages
• Reduction of customer wait times and improved service drive efficiency.
• Customer Satisfaction increases from meeting each customer’s scheduling needs,
providing accurate repair completion estimates, and additional time is available to develop
an improved customer to dealer relationship.
• Work quality and service sales opportunities increase because there is more available time
to discuss customer needs to better document repair and maintenance opportunities.
• Overall department efficiency is increased by improved Service Department scheduling
that results in a more consistent business volume.
Discussion of Reservation Misconceptions:
1. The service reservation is simply time set aside for service work. Wrong, it’s not only an
appointment to begin working on the vehicle, but it’s just as important to have time
scheduled to properly discuss customer service needs and expectations. Despite the
fact that workshop capacity is set aside for customer convenience, a needs evaluation
is mandatory to establish a proper time expectation. Here’s how it works:
• A specific time is reserved for receiving the customer and discussion regarding the
customer’s needs.
• Once consulting is completed, the vehicle is scheduled like any other, based upon
the scope of work and time promised.
2. The entire shop schedule should be from scheduled appointments. Wrong, not all
workshop capacity is set aside for customers with reservations. Only a percentage of
capacity is allocated to reservation customers.
• Maintain your shop’s flexibility (reserving some shop capacity) for quick service,
additional repairs, emergencies, and drop-off customers.
• Set aside no more than 50–70 percent of shop capacity for reservation customers.
• Shop capacity will change, accounting for variations in drop-in business, service
specials, marketing efforts, and seasonality.
1-4
Tasks
The Kia reservation process is divided into the following tasks:
• Establish capacity levels
• Handling inquires and recording reservations
• Confirmation/Rescheduling
• Summarizing Information
Establish Capacity Levels
Workshop Capacity
The first step in the Kia Reservation process is to establish your shop capacity. First,
determine the total number of labor hours available and second, how many customers can
be handled by a Service Advisor. Remember, shop capacity can and does change daily, and
even within the workday. Consider the following when establishing shop capacity:
• Determine the gross available hours by multiplying the number of Technicians by the total
number of scheduled work hours. For example, if three of your Technicians are scheduled
to work 8-hour days, your total available hours are 24.
• Now you need to consider each Technician’s capability factor. Multiply the total available
work hours by your capability factor. For example, if you have three Technicians with an
average capability factor of 110%, then your total hours would be 26.4 hours.
• Next, determine how many available hours you plan to allocate for reservation customers.
Don’t forget to deduct hours for hold-overs and emergency service work. The hours you
set aside for reservation customers will vary day-to-day depending on the business
patterns at your dealer. For example, you may reserve four hours for drop-off vehicles on
Monday but only two hours on Friday.
• It may be necessary to prepare reservation forms several days in advance, one for each
day. Take your local service marketing campaigns and maintenance specials into
consideration as you make reservation plans.
• Establish the total number of reservation hours available by subtracting hold-overs,
emergencies, and vacation/training hours from the total hours available. Please note:
Under normal circumstances, total reservation hours should not exceed 70% of the
total available shop hours.
Be sure everyone understands how to calculate your shop’s capacity. The better
understanding the Service Advisors have of operational output levels, the better
prepared they are to make accurate time estimates or scheduling.
1-5
Service Reservation
Reception Capacity
It is vital that you account for how many customers your shop can handle at reservation
availability intervals. Scheduling appointments in 15-minute intervals should accommodate
optimum service levels. Follow the steps outlined to establish reception capacity.
• Determine your peak customer arrival times and cross out those time intervals on the
reservation sheet. No reservations should be made during peak arrival periods. Please
be sensitive to “walk-ins” or emergency arrivals. If working on a team system, one
team can handle reservation customers while the other is responsible for all other arrivals.
• Peak customer arrival times may vary depending on the day of week or season. Monitor
the reservation system closely during the first few months to develop a good feel for
estimating the available reservation hours.
1-6
Computer Reservation Systems
Making reservations is a lot easier when using a computer to track and monitor your
reservation schedule. Reservation systems are currently available on most dealer
management systems. While most dealership computer systems have this capability, the
scheduling feature remains unused within the Service Department.
Contact your supplier and verify if you have the capabilities to automate your reservation
system. A computerized reservation system provides several benefits:
• Eliminates several administrative tasks associated with a paper driven system
• All Service Advisors have access to updated reservation information
• Daily reminder call list can be generated
• Missed reservations can be flagged for follow up
• Several management reports are available to analyze performance
Handling Inquiries/Recording Reservations
Consistency and communication are the keys to an effective reservation system. The Service
Department employees responsible for listing and tracking customer reservations must
record the information properly and accurately follow the shop’s reservation guidelines.
1. Establish a primary person to record reservation requests (Service Advisors generally make
the best choice). If several people are involved make sure that each person has access to
the computerized reservation system or other reservation documents.
2. Reservations are based on overall shop capacity and estimated repair time. It may be
Performance
Benchmark necessary to evaluate shop capacity periodically during the day to maintain accurate shop
capacity levels.
3. Receive the customer’s call and thank them for calling. Ask needs and wants questions to
get a general idea about the customer’s needs and wants.
If your dealer offers quick service, be sure to mention to the customer that quick service
is available for their vehicle and reservations are not necessary. However, most reserved
services will begin immediately after arrival.
4 Ask the customer when they would like to come in. Check the reservations log to see if
the date, time, and hours are available. If unavailable, offer the customer alternative times
that are close to the customer’s initial request.
The customer may want to bring the vehicle in during peak arrival periods. In this event,
describe the benefits of establishing an appointment during non-peak hours. For
example, customers will receive a complete and uninterrupted consultation and will
avoid long waits typically associated with peak business periods.
1-7
Service Reservation
Performance 5. Ask probing questions to learn more details about the required work. Retrieve the
Benchmark customer’s history file, either computer or hardcopy. Scan the customer’s file for
suggested or overdue services. Recommend that these items be completed at the same
time the vehicle is brought in. Be sure to calculate the appropriate time estimate.
6. Once the date and time are agreed upon, be sure to record the customer’s name, contact
information, vehicle model, nature of work, and date and time, as indicated on the sample
form (1).
Always attempt to retrieve two phone numbers where the customer can be reached
while the vehicle is being serviced.
7. Describe, in summary, the anticipated work in the “work to be performed” column.
8. Estimate the total hours necessary to perform all the customer requests and record it into
the “job hours” column. Then subtract the “Job hours column from the total pre-sold
hours and record the remainder within the “Available hours” column. This number reflects
the hours still available for customer reservations.
9. When repairs include unusual labor operations, or when you are unsure about parts
availability, check with the Parts Department to ensure that parts will be available and
write down the parts order date.
10. Run a VIN status inquiry to check for any open recalls, campaigns, and suggested service
actions. If the vehicle requires additional service needs, adjust the time estimate
accordingly.
11. After completing the form, summarize the information back to the customer in order
to confirm the scope of work, cover price issues, and verify the set time and date of
the appointment.
12. Be sure to mention that late arrival can mean there may be a delay in consulting due to
prescheduled appointments before and after their appointment time. Be diplomatic when
making this point, stress to the customer that you would like as much time as possible to
review their concerns.
13. When all reservation hours are booked, be sure to indicate that shop capacity for that day
has been filled. Draw a dark line through the remaining reservation spots to indicate that
reservation hours have been filled.
14. Monitor the outcome of each day’s reservation system results by tallying the “no-shows”
with reservation hours sold. Comparing each days results will help to build consistency
with the process and improve the prediction of reservation hours.
Customer Reservation 101
Educating customers about the reservation process is critical to the success of your service
reservation system. Customers need to know why the system was put in place and how
it can benefit them. As a dealer, you must take special steps to explain the benefits to
your customers.
1-8
Develop a brochure, which highlights the benefits of using a reservation service and how to
make a reservation. It can be easily included within the dealer services pamphlet and should
include the following points explaining the benefits of service appointments:
• Accommodation of the customer’s schedule
• More time to listen to customer’s needs and evaluate the vehicle
• Reduced waiting times
• A relaxed and thorough service initiation experience
Also include how the system works:
• A scheduled reservation is meant as a time to begin the service initiation process and
discuss the vehicle’s needs.
• Only a certain percentage of shop capacity can be allocated to reservations due to
emergencies and prior service work.
• The time scheduled does not refer to when the repair will begin. Only after properly
assessing the vehicle’s condition can accurate time estimates be provided.
Introduce the reservation system by providing service pamphlets in your customer waiting
area for customers to take with them. Begin attaching a copy of the reception brochure to
all Repair Orders and make a point to discuss the system to current customers during the
delivery phase. In addition, have Sales Consultants include the Service Department amenities
highlights within each new and used vehicle delivery process.
The key to a proper introduction is to gain customer support of the process and educate
your customer base without adversely effecting current dealer operations.
Confirmation/Rescheduling
A reservation system is a customer-oriented service that has a number of Service
Department benefits and can help to eliminate “wait time” problems. However, the system
can only be successful if customers use it and adhere to their appointment times. The
constant threat of “customer no shows” and poor arrival times can be troublesome to the
reservation system but can be avoided by using a reminder call.
Contacting Customers
1. Any qualified administrative employee in the department with good phone skills can make
the reminder call.
2. Each morning, get a copy of the next day’s reservation form. Contact each customer on
the list, using the telephone number provided. Introduce yourself and explain the reason
for your call.
3. Confirm the scheduled arrival time and ask the customer if there is any additional work
Performance to be completed since the reservation was made. Make any necessary time adjustments.
Benchmark Organize the vehicle information into a folder that is easily accessible when the
customer arrives.
1-9
Service Reservation
4. Once a reservation is confirmed, circle the scheduled appointment time and date on the
reservation log.
5. If informed that a customer will be unable to make an appointment, ask the customer for
a convenient time to reschedule and take the necessary steps to assist them with a new
appointment.
6. When appointments are cancelled or rescheduled, be sure to make note of the change
on the reservation log by putting a line through the customer name.
Rescheduling Reservations
Missed appointments represent a loss of money to the Service Department. Every customer
who has missed an appointment should be contacted in order to reschedule the service and
recover lost business.
• On the same day, if a customer is more than an hour late, call the customer and ask if
they will still be bringing in the vehicle for service. Be sure to position the call as a service
to the customer, a friendly reminder.
• If the customer is still planning on coming, determine the expected arrival time.
Check available shop capacity and schedule accordingly. If you are not able to meet
the customer’s expectations, offer to reschedule and provide the next earliest
appointment time.
Summarizing Information
It is the manager’s responsibility to consistently monitor the reservation process to ensure
the system is meeting the customer’s and Service Department’s needs. A daily summary of
the reservation data will help to evaluate the effectiveness of the system and make small
adjustments to maximize the profitability:
1. Review total shop capacity allocated each day to determine the accurate number of
shop hours your store should dedicate to the reservation system in order to meet
customer demand.
2. Make sure that accurate time estimates are being established for upcoming repairs.
Establish a solid problem probing script to ensure all customer information is used to
establish the correct estimate.
3. Are customers using the reservation system? Do the customers know about the system
and are they taking advantage of this service? Monitor the number of names on the list
and the efforts to advertise the service.
4. Tally the number of “no-shows” and distribute the customer’s names and numbers to the
reservation specialist for call back. A large number of “no-shows” could signify that the
reminder system is not being used or functioning correctly.
1-10
Resources
A reservation system is a valuable tool to increase dealer profitability and customer
satisfaction. The following information summarizes the reservation resources for the
convenience of the department manager.
People
Service Advisors
Service Advisors have the best qualifications for making reservations. Their customer handling
skills, technical knowledge, and communication skills are vital to an effective reservation
system. However, in larger dealerships where there is sufficient business volume, a qualified
reservation specialist can handle the recording and scheduling duties.
Qualifications:
• Administrative and organizational skills
• Superior verbal and written communication skills
• Excellent customer interaction skills
• Technical knowledge (Time estimates)
• Problem solving ability
• Basic computer skills
Special Skills:
• Kia product knowledge
• Kia warranty policies and procedures
• Shop capacity understanding
Facilities
• Advisor office
• Quiet location to communicate with customers via phone and computer
Equipment and Materials
• Computer terminal
• Reservation form
• Telephone
• Pickup and delivery schedule
• Repair Orders and VIN History
1-11
Service Reservation
Information
• Reservation information
• Vehicle service history
• Open services or recalls/campaigns
• Customer name, address, two telephone numbers
• Shop capacity
• Time Guides
Process Improvement Suggestions
1. Advertise the reservation system by creating a Customer Services Pamphlet, which outlines
the reservation benefits and how to use the system. Keep the pamphlet in the customer
waiting area and attach a pamphlet to each Repair Order and Sales delivery form.
2. Communicate with your customers via email. Begin collecting email addresses from your
customers during the initial consultation and create a customer database. Allow customers to
create and schedule appointments by email. You can even use email addresses to send
reminder messages/confirmation emails. This can help reduce “no-shows” and improve
customer contacts.
3. Use the reservation system to smooth out traffic flow problems by scheduling appointments
away from busy times. Also, evaluate implementing a shuttle service to help meet customer
demand and enhance profitability.
4. Your own process improvement tip…
___________________________________________________________________________
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1-12
Best Practice Checklist Never Seldom Occasionally Often ALWAYS
Reservation System JJ J JJ
1. Shop capacity is estimated daily to Never Seldom Occasionally Often ALWAYS
establish productivity levels and JJ J JJ
forecast profitability.
Never Seldom Occasionally Often ALWAYS
2. Capacity is set aside for customers JJ J JJ
with reservations.
Never Seldom Occasionally Often ALWAYS
3. Reservations are scheduled away JJ J JJ
from peak operational periods.
Never Seldom Occasionally Often ALWAYS
4. Customer arrival times are
staggered to provide effective JJ J JJ
advisor consulting.
Never Seldom Occasionally Often ALWAYS
5. Vehicle history/information is JJ J JJ
used to help make accurate time
estimates. Never Seldom Occasionally Often ALWAYS
JJ J JJ
6. Customers receive a reminder call
to confirm the appointment time.
7. Missed reservation times result in
follow up call to reschedule
the service appointment.
Scoring
Never = 1 Seldom = 2 Occasionally = 3 Often = 4 Always = 5
31-35 Expert
The dealership and its personnel are knowledgeable and certified performers
26-30 Professional
The dealership and its personnel are well-informed and practiced performers
21-25 Skilled
The dealership and its personnel are capable performers that need practice
16-20 Competent
The dealership and its personnel are familiar with procedures but inexperienced
performers
0-15 Amateur
The dealership and its personnel are untrained and uninformed performers
1-13
Service Reservation
Notes
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1-14
2Service Greeting / Welcome Service Greeting/Welcome
Chapter 2 Service Greeting/Welcome
The quickest and easiest way to improve customer satisfaction
is to make the customer feel welcome. They should feel as
if your Service Department anticipated their arrival.
Customers develop a greater level of trust and comfort with
their Kia retailer when they are welcomed with a prompt, friendly
greeting and made to feel as if the retailer is ready to take care
of their needs.
On the other hand, customers arriving at the retailer only to
find confusion, long waits, and a rushed review with the Service
Advisor, will be more apprehensive and uncomfortable with their
service experience.
Failure to quickly acknowledge your service customers and
allow ample time to discuss their repair concerns will jeopardize
your customer’s service loyalty.
An organized service greeting process allows your Service
Advisor more time to determine the customer’s needs and
vehicle’s service requirements.
So of cheerfulness, or of good temper...the more of it that is
spent, the more of it remains.
Ralph Waldo Emerson
2-1
Service Greeting/Welcome
Do you know
the quickest and
easiest way to
improve customer
satisfaction?
Two Minutes Or Less
Are your customers welcomed to the
dealership by a friendly advisor within
two minutes? Learn how to establish a
greeting system, choose the greeter and
get every visit off on the right foot.
Traffic Control
Does each customer know
who will have the answer
or where to go for service? Service
Greeting/Welcome illustrates the skills
and expertise needed to make that
dealership a welcoming place.
2-2
Information Is Key
Are the dealership’s computer systems
friend or foe? Learn how to leverage
computer systems, appointment systems
and prewritten Repair Orders to the
customers’ advantage.
Inviting The
Customer In
Do your customers know they
are important? Discover how to show your customers
that you value them, their time and their business.
Back To Basics
What are you doing to
provide superior customer
service? Recognize that
great customer service
begins with the valued
added moments only you
can provide.
2-3
Service Greeting/Welcome
Core Values
The Service Greeting/ Welcome is the foundation of the Kia Ideal Service Transaction. The
goal of a successful greeting process is to allow the Service Advisor the maximum time to
meet with each customer and build a relationship. The core values of the Greeting Process
are as follows:
• Arriving customers are personally greeted in less than two minutes.
• The greeting includes a friendly smile and a proper dealer introduction.
• When applicable, customers are offered refreshments or condiments while waiting.
• Customer and vehicle information is collected and entered onto a Repair Order or
Kia’s Pre-Repair Order sheet.
• Customers are guided to their destination (Parts, Body Shop, Waiting Area, etc.).
• Greeters can support Service Advisors by moving vehicles, assisting the cashier, or
organizing the service reservations and follow up.
Advantages
• Customers who are greeted within two minutes of their arrival in the Service Department
tend to score better on their KSI/CSI surveys. They are happier.
• Keeping customers calm gives the Service Advisors more time to discuss the vehicle’s
needs, resulting in more details and a better-written Repair Order.
• Customers have a greater level of confidence in the dealer’s ability to handle their
concerns when they are made to feel welcome and “taken care of.”
• Service Drive operations will be more organized during peak reception hours.
For Example (Using our hypothetical dealer):
Better-prepared and well-written Repair Orders result in ____ additional completed Repair
Orders per week.
_____ additional Repair Orders per week =________ additional per month
$____________ Per Repair Order X ________ additional Repair Orders
= $_______additional revenue per month
2-4
Tasks
Kia Motors America has divided the greeting process into the following tasks:
• Establish a greeting system for all employees to follow.
• Assign a specific Service Greeter during peak reception periods.
• Prepare for customer arrivals.
• Welcome customers to your Service Department.
• Collect vehicle and customer information.
• Service support activities
Establishing A Greeter/Peak Reception Periods
The ideal Kia service transaction calls for a greeter to assist the service drive operations
during peak reception periods. The first peak hours generally occur between the opening of
the store and 9:00 am. You don’t always have to hire additional personnel; you can offer the
position to someone already employed at the store. When considering a greeter, keep the
following in mind:
• Choose someone who has strong customer interaction skills, good verbal and written
communication skills, attention to detail, and a sound problem-solving ability.
• Offer the job to a Sales Consultant (it’s a great way to get leads and stay in touch with
the customers).
• A cashier can be a good candidate for being a greeter. Most cashiering duties don’t begin
until 9:00 am and they may welcome the opportunity to work the drive.
• The Service Manager makes a great greeter. There is no better way to see what your
customers are experiencing and evaluate your service drive activities.
• Poll the Service Advisors for peak reception hours. It may be necessary to do a time study
for one week to determine your peak reception hours.
If the suggestions above are not viable, you may want to hire additional personnel. Review
the benefits of having a greeter during the peak reception times. The advantages to your
service operations are substantial. Many dealers have hired retired persons to perform the
greeting duties for a few hours a day.
2-5
Service Greeting/Welcome
Preparing For Customers/Set The Greeting
Preparation is a very important component of the greeting process. Most Service
Departments benefit from a greeter during the peak reception hours in the beginning of
the day. The greeter should be available to perform pre-opening activities before the store
opens. This will allow the advisors the opportunity to organize their day and prepare for
their customers. Follow the activities below to “Set the Greeting.”
1. Set the Greeting
• Ensure the lights are on in the reception area.
• Prepare coffee and condiment area, make sure stock levels meet the
day’s requirement.
• Check the waiting area, reception area, and restrooms for cleanliness.
• Check/restock service menus, Repair Orders, and paper for computers or copiers.
• Check/restock the supply of protective coverings.
• Unlock doors.
• Pull reservation log for Service Advisors. (Optional)
2. Collect early arrival envelopes from the drop area.
• Move any vehicles that have been dropped off during the night to the
appropriate location.
• Note parking location of vehicle on the envelope.
• Place the envelope in the predetermined collection point near the advisors.
3. Be sure that the store is opened promptly at the scheduled opening time. Every
employee in the Service Department should be ready to greet and assist customers.
Greeting Early Arrivals
Be prepared for customers who arrive early to drop off their vehicles. Many of these
customers are in a hurry and as such require special attention and operations in place to
ensure quick processing. It is important to constantly monitor the service drive and
acknowledge these customers when they arrive.
1. Promptly greet early arrivals and welcome them as you would any customer.
2. Set the customer expectations by informing them that you are still preparing the Service
Department for opening and offer them coffee or refreshments.
3. Provide customers with an “early drop off” vehicle assessment form and have the
customer begin filling out the RO and symptom sheet. (Optional)
4. Place an identification marker on the vehicle and advise them that you will begin
processing their request within a few minutes.
2-6
Welcoming Customers
Using a greeting system is your opportunity to make a great first impression with your
customer. The customer’s impression of the service operation is established within moments
of arriving at your dealer. Providing a prompt and friendly greeting will also help to calm and
reassure customers who arrive with a significant problem. In addition, you can rely on the
greeting to establish the foundation for effective communication.
Performance 1. Customers are greeted promptly upon arrival. Every customer should be acknowledged
Benchmark
and personally greeted within two minutes.
2. Take time to review the reservations list to familiarize yourself with arriving customer
names and potential areas of concern.
3. Despite peak service times, it is necessary to acknowledge arriving customers when
they are waiting in line with a smile and a wave to let them know you have recognized
their arrival.
4. When greeting customers, Kia recommends that you consistently use a simple scripted
greeting. For example, “Welcome to [dealer name] Kia. My name is [your name]. How can
I be of assistance today?” All advisors and greeters should use the same script and be as
consistent as possible.
Performance 5. Determine the customer’s needs and direct them to their proper destination. Personally
Benchmark direct the customer to the appropriate area if they are shopping for a car, buying parts,
or need the body shop.
6. In the event a customer begins talking about their service needs, be sure to advise the
customer that you are the greeter and that you help the Service Advisors during peak
service times.
7. During extremely busy times take the opportunity to set the customer’s time expectations
by updating the customer with the expected wait time and reassuring the customer that a
Service Advisor will be with them shortly.
8. Offer customers refreshments while they wait for service. Some dealers provide local
newspapers or information regarding dealer services.
Customer Handling Basics
If you come within 10 feet of a customer or another employee, you should always
acknowledge that person and say “Hello.” Everyone you encounter is either a potential
customer, an ambassador for the dealership, or part of the dealer team. Remember to use
“Please” and “Thank you.” It’s just good business to treat your customers with respect.
2-7
Service Greeting/Welcome
Collecting Customer And Vehicle Information
An effective strategy for reducing customers’ perceived wait time and improving customer
satisfaction is to use the Service Greeter to complete some of the administrative tasks on
behalf of the Service Advisors. By taking on these additional tasks, it will improve Repair
Order quality and Service Advisor communication, which in turn improves service quality. The
following steps are outlined to offer support to the consulting process.
1. Advise arriving customers that you will be assisting the Service Advisor by collecting
customer information to help expedite the consulting process.
2. Assign the vehicle a sequence or job number. Inform the customer that the number
shows the order of arrival so Service Advisors can quickly identify whom to wait
on next.
3. Determine whether the customer has made a reservation by asking for the customer’s
name. If the customer has made a reservation, pull the prewritten Repair Order and verify
the customer’s name and address. Advise the customer about the need to make contact
during the day and obtain two contact numbers.
4. Verify the prewritten Repair Order is correct. If necessary, collect customer contact and
vehicle information to accurately record it on the Repair Order or input sheet.
5. Retrieve vehicle history information, including open recalls/campaigns, for each customer
and attach it to the Repair Order before a Service Advisor conducts a customer interview.
6. Place all documents in a plastic sleeve under the windshield wiper or on the
vehicle dashboard.
7. Thank the customer for their patience and notify the appropriate Service Advisor. Be sure
to note the name of customer and general inquiry.
Service Support Activities
Once each customer has been greeted and the required information has been collected,
some additional support functions still exist. To provide support for the Service Advisors and
help facilitate the consulting process is the primary function of the following activities. Simply
being available to assist with moving vehicles, conversing with waiting customers, or
escorting people to their destinations will ensure that the consulting process runs smoothly.
1. Monitor activity in the service reception area. If a customer has been waiting a long time
to speak with a Service Advisor provide assurance that they will be greeted shortly. Offer
additional refreshments or reading material if necessary.
2. Assist the vehicle moving process by monitoring the customer consultation progress
and ensure that valets are moving the vehicles in a timely manner and to the
appropriate destinations.
3. Maintain a clean and organized service reception area. Pick up any trash or restock
appropriate supplies as needed.
2-8
Resources
An effective greeting and reception process requires certain resources. The following
information summarizes those resources for the convenience of the department manager.
People
Reception Specialist
Service reception is a part time task because it only occurs during peak service hours. The
duties of the Reception Specialist can be performed by a variety of individuals including:
salespeople, parts counter personnel, or clerical employees from the business office.
Qualifications:
• Superior verbal and written communication skills
• Excellent customer interaction skills
• Problem solving ability
• Detail oriented
• Ability to function in a fast-paced environment
• Basic computer skills
Special Skills:
• Basic Kia product knowledge
Facilities
Service Reception Area
• Customer contact area that offers protection from the weather and is outside of the
shop area
Equipment And Materials
• Vehicle sequence tags
• Computer terminal (access to vehicle repair history and open recall/campaign
information)
• Repair Order rack or bin for temporary storage of prewritten Repair Orders,
vehicle history and recall/campaign information
• Plastic envelopes for customer/vehicle information
• Service Menus
• Repair Orders
2-9
Service Greeting/Welcome
Information
• Reservation information
• Vehicle service history
• Open services and recall/campaign information
• Customer name, address, two telephone numbers
• Estimated wait time
• Shop capacity
• Designated parking areas
Process Improvement Suggestions
1. Establish a priority salesperson that earns the right to work with the Service Department
during the morning and/or evening rush. The sales staff member takes time to smile,
welcome, and assist customers during their initial entry into the Service Department.
This busy time also allows the salesperson to pass out his business card and make
new friends.
2. Utilize different colored hats to distinguish vehicles that are “waiters” from those vehicles
that were dropped off and may allow for additional service time. The key is to develop a
system to quickly identify those vehicles that have the stringent time constraints and
handle them first.
3. Need a little extra time during a busy rush? Have the customers record their contact and
vehicle information on a special “service assessment sheet.” This will buy time for the
Service Advisor, and also involve customers in the process.
4. Combine the position of Reception Specialist with a Telephone Follow Up Specialist.
Enhance the customer experience and increase operational efficiency by keeping the
customer informed regarding their service status.
5. Your own process improvement tip…
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
2-10
Best Practice Checklist Never Seldom Occasionally Often ALWAYS
Greeting/Service Initiation JJ J JJ
1. Customers are acknowledged within Never Seldom Occasionally Often ALWAYS
one minute upon arrival in the service JJ J JJ
drive and personally greeted within
two minutes. Never Seldom Occasionally Often ALWAYS
JJ J JJ
2. Customers are personally directed to
their destinations. Never Seldom Occasionally Often ALWAYS
3. Customers are provided an arrival JJ J JJ
sequence number to ensure they
are waited on in order. Never Seldom Occasionally Often ALWAYS
4. The customer and vehicle JJ J JJ
information is accurately recorded
and updated on the Repair Order. Never Seldom Occasionally Often ALWAYS
5. Vehicle history is retrieved and JJ J JJ
attached to the Repair Order prior to
the Service Advisor consultation. Never Seldom Occasionally Often ALWAYS
6. Service Department capacity is JJ J JJ
routinely checked to allow for
accurate repair time forecasts. Never Seldom Occasionally Often ALWAYS
7. During peak service times, a JJ J JJ
greeter is utilized to assist with
service reception.
8. VIN status is consistently checked
for outstanding campaigns or recalls.
Scoring
Never = 1 Seldom = 2 Occasionally = 3 Often = 4 Always = 5
35-40 Expert
The dealership and its personnel are knowledgeable and certified performers
30-34 Professional
The dealership and its personnel are well-informed and practiced performers
25-29 Skilled
The dealership and its personnel are capable performers that need practice
21-24 Competent
The dealership and its personnel are familiar with procedures but inexperienced
performers
0-20 Amateur
The dealership and its personnel are untrained and uninformed performers
2-11
Service Greeting/Welcome
Notes
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______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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2-12
3Consulting Consulting
Chapter 3 Consulting
After a vehicle is sold, the Service Department becomes the
dealership’s ONLY connection with the customer until their next vehicle
purchase. This makes the task of managing this connection a top
priority in customer retention and future sales.
Customer consulting describes the Service Advisor’s active approach
to managing a customer’s initial Service Department visit. Done
properly, Advisor Consulting will help make service transactions more
effective, accurate, and efficient. It is the most important interaction that
the Service Department will have with the customer and sets the tone
for the entire service transaction.
Rather then simply taking a customer order or completing a “write-
up,” the Customer consulting phase of the service transaction includes
having enough time and knowledge to properly determine customer
needs, to understand and manage the customer’s expectations, to
probe for the root cause of the customer concerns, and (just as
important) to build customer confidence in the dealership.
Poor Service Advisor consulting procedures affect over 50% of
automotive complaints. This has a harsh impact on the dealership’s
ability to provide a positive service experience and problem-free repairs.
Whether it’s warranty or maintenance services, dealerships that employ a
customer-centered consultation approach and follow the process-based
steps listed within this chapter will be better prepared to complete the
services their customers want and need.
The bottom line…A quality interaction between the Customer and
the Advisor will increase the effectiveness and competence of
dealership operations, improve customer retention, and increase
dealership revenue.
“The two words ‘information’ and ‘communication’ are often used
interchangeably, but they signify quite different things. Information is giving
out; communication is getting through.
Sydney J. Harris (1917-1986) American Journalist
3-1
Consulting
Listen, Ask,
Listen, Confirm
Concentrate
on the Customer
Do you hear what the customer is
telling you and are you communicating
effectively with them? Realize that
listening to the customer and confirming
what you heard is vital for a successful
repair.
…And the Rest
is History
What role does vehicle history play in the
consultation process? A complete vehicle
history, including recall/campaign infor-
mation, will allow you to determine if the
recommended repairs and maintenance
are necessary and determine if previous
repairs fall into a pattern.
3-2
You Are the Face
of the Dealership
How does your customer feel about the
dealership? How well you listen and what
you do informs the customer about the
dealership. Get it right and CSI goes up,
get it wrong and...
Walk the Line
Why perform a complete walkaround
on the service drive? The walkaround is
an integral part of the initial evaluation
of the customer complaint.
Perfect
Paperwork
Do you complete Repair Orders
accurately? Understanding the
customer’s request and
communicating it to other service
personnel makes everyone look
good. Sloppy documentation
creates an impression of sloppy
workmanship.
3-3
Consulting
Core Values
In Service Consultation, the focus is placed on the customer’s wants and their needs. It
involves much more than “order taking” and becomes a proactive way for the Advisor to
begin the customer’s service visit. Service Advisors must make sure that the dealership
meets the customer’s expectation for high-quality preventive maintenance and repairs. Taking
sufficient time with each customer is the key to achieve effective and clear communication
of these expectations. The core values of consulting are as follows:
• Customers are greeted promptly and interviewed at their vehicle.
• Service Advisors are knowledgeable and take the time necessary to listen to the customer
and ask questions to assure clear communication.
• Service Advisors review with each customer his or her vehicle needs, including any open
product recall campaigns, based on the vehicle history.
• Customer concerns are verified and the Repair Order clearly and accurately describes the
customer’s concerns and the services to be performed.
• The vehicle is inspected to identify other needed services.
• Copies of the Repair Order are provided to the customer with accurate time and
cost estimating.
• Shop capacity is considered before making time estimates.
To the customer, the Service Advisor IS the dealership. Therefore, Service Advisors must
possess strong communication and people skills. Administrative skills are important and
technical skills can help, however, they are not as critical to complete a successful customer
service transaction.
Advantages
A quality consulting process directly affects all aspects of your operations and offers several
benefits. By following the steps outlined within this chapter you can realize advantages over
your competition.
• Customer satisfaction is increased because expectations are clearly understood and
services are performed to meet those requirements.
• Service needs are clearly defined and communicated to the Technician, which increases
productivity and profits.
• Vehicles are fixed right the first time which reduces comebacks.
• Maintain the credibility of your dealership by actively involving customers in selecting
needed services.
• Additional services are identified which generate strong labor and parts sales.
• Sloppy documentation creates an impression of sloppy workmanship.
3-4
Tasks
For this discussion, we have divided the consulting process into the following tasks:
• Preparing for the customer
• Customer Interview and Discussion
• Determining vehicle condition
• Documentation and Closing
Service Advisor – The Basics
Service Departments are an important part of customer communications, after the vehicle
purchase. It is the Service Advisor that makes the primary contact to the customer during
each service visit. The level of “Service” provided by the Advisor has a powerful effect on
the customer’s decision to return to your dealership for their next vehicle purchase.
Here are some suggestions for Service Advisors:
• Have a positive attitude that creates a favorable image of you and the dealership in the
eyes of your customers.
• Treat customers as you expect to be treated.
• Show a sincere desire to be of assistance by anticipating customer wishes.
• Do everything to make each customer’s visit convenient and pleasant.
• Exercise the utmost in courtesy — avoid being too familiar.
• Call customers by name, using their last name and the appropriate title (Mr., Mrs.,
Dr., etc.).
• Thank customers for doing business with your dealership.
• When a problem occurs, work to resolve grievances quickly and fairly.
• Know all there is to know about the scope of dealership services for customers; be
able to answer any question about these services completely and accurately.
• Show initiative in getting answers to customer questions; never send customers on
errands or refer customers unnecessarily to others.
Preparing For The Customer
Much of the Service Advisor’s success will depend on the level of preparation before the
customer arrives at the dealer. By using these basic steps, a Service Advisor can identify and
resolve potential problems before they arise, have more time to interact with customers and
less on the administrative tasks that don’t build customer loyalty.
1. Make sure the pricing reference materials are readily available and up to date.
2. Prepare a new Repair Order Log each day to keep track of, and follow up on, the Repair
Orders that are written during the day. Be sure to do the following:
3-5
Consulting
• Transfer any holdovers and repair information from the log used the previous day to
the new log for today. Draw a line under the last holdover.
• As information is transferred, review the status of each Repair Order and plan actions
to keep the promises made to customers.
3. Check the daily follow-up file to see what special actions need to be taken today. Be sure
to do the following:
• Carefully review the reminders for the current date.
• Identify the reminders that require action early in the day (a call to the Parts
Department, for example), and take whatever action is needed.
• Plan time to handle actions recorded on the remaining reminders later in the day.
4. Check the reservation schedule for the day to review the reservations made. (Outlined
within the Reservation chapter of the guide).
• The prewritten Repair Orders should be stored alphabetically with the related vehicle
history files.
Note: Prewriting Repair Orders is one special touch you can provide for
your customers. This is one small way to satisfy customers by making the
transaction easier.
3-6
Check Workshop Capacity
Although checking the shop capacity should be handled periodically throughout the day,
each morning you should take time to check with the Dispatcher to find out the amount of
unsold capacity. Understanding shop capacity will help you prevent making work
commitments that the shop cannot handle. All advisors should be aware of available time
before the first customer is started.
1. Use this information during your customer consulting at the start of the day; this will
ensure that you make only work promises to customers that can be kept.
2. Check capacity periodically throughout the day, particularly during peak arrival hours when
shop capacity can change quickly.
Check for Specials or Promotions
Service Managers should keep Advisors informed of special promotions well in advance. It’s
in the Service Advisor’s best interest to know all the details on these specials before they
hear about them from your customers. There should be plenty of reference samples on
display and used when speaking with customers.
1. Periodically talk to the Service Manager about the specials or other promotional activities
planned or currently in use.
2. Gather any printed promotional materials and have them available for the customer. This
will help facilitate discussion with customers.
3. Plan to point out service, parts, and accessory specials that meet customers’ needs or
seem to fit the interests they show during customer consulting.
Service Requests – Vehicles Dropped Off After Hours
A drop-off service makes it simple for customers to leave vehicles for maintenance or repairs
before or after normal working hours. When the Service Advisors come in, they need to
process the drop-off Repair Orders before the Service Department officially opens.
Most commonly, a single Service Advisor (on a rotating basis) is scheduled to come in early
to do these tasks:
1. Collect drop-off envelopes from the lockbox and locate the vehicle in the drop-off area (a
copy of the drop-off envelope is included in the appendix).
2. Check the reservation schedule for the customers appointment; if found, pull the file and
prewritten Repair Order.
3. Retrieve the vehicle history file, including any recall/campaign information, for every
customer, even those without a reservation, and attach it to the Repair Order.
4. Indicate on the reservations form when a customer with a reservation has arrived.
5. If applicable, arrange to have the drop-off vehicles removed to make way for arriving
customers.
6. Review the customer’s service requests as recorded on the drop-off envelope and check
the vehicle history. Make sure that the customer comments are clear and that there is a
signed estimate available.
3-7
Consulting
7. If you need to contact the customer before work can start, record the repair order in the
Repair Order Log, noting on the log to call the customer.
8. Always contact the owner(s) of the drop-off vehicles to clarify the work needing to be
performed and provide them with an estimated completion time.
Customer Interview and Discussion
Consulting is all about communication between customers and Service Advisors. It’s a
process of assisting a customer to make an intelligent decision about their maintenance
and repair needs, by listening to their concerns and offering objective advice.
The consulting process is a low-pressure approach that involves more knowledge sharing
rather then the hard sell approach used in the traditional “write up” transactions. This kind
of interaction helps customers make informed decisions about their service needs.
Active Greeting
The first step in the customer consultation process is to actively seek out the customer and
open the communication. Customers want to feel welcomed and appreciated for choosing
your dealership as their service provider. You don’t get a second chance to make a first
impression, so acknowledge the customer right when you see them.
1. Your attitude within the first minute will let the customer know whether you are
“approachable” or not. The connection with the customer begins even before words are
exchanged. Keep your emotions in check, all eyes are on you.
2. If approached while working with another customer, acknowledge the customer with a
smile or comment to let them know you will be with them shortly.
3. Introduce yourself by name and thank them for considering your dealership to handle
their service needs.
• Ask how you can be of assistance.
4. After listening to the customer’s initial concern, be sure to let the customer know that
the consulting phase may take a few minutes, however it will provide you with invaluable
information to be able to meet all of their expectations.
Review the Vehicle History
Pull the customer’s vehicle repair history during a review of the customer’s initial concern.
If this is not possible, obtain this information before the customer leaves the consulting
interview. It is necessary to use the vehicle history file during every customer visit for
maintenance and repairs. The repair history is a tool to help Service Advisors provide
consistent attention to vehicle needs while building credibility with the customer.
Documenting previous repairs for the service concern will provide the Technician with
valuable information to avoid repeat repairs.
The vehicle history file is also a key selling tool that reveals services or repairs previously
recommended and suggests vehicle usage patterns so that you can make service
recommendations that makes sense to customers.
3-8
1. A vehicle history file is pulled and reviewed for every customer.
• Files for customers with reservations should be pulled before the reservation time.
2. Look at previous Repair Orders recommending repairs or maintenance – keep this
information handy while interviewing the customer.
• Following up on recommendations from a previous visit demonstrates professionalism
and shows genuine concern for taking care of the customer’s needs.
3. Look for a pattern in the rate that the customer puts mileage on the vehicle; decide if the
vehicle will need scheduled maintenance at this time.
4. Take the time to discuss any previous repair attempts for the specific concerns.
• Ask how you can be of assistance.
Understanding and Recording Customer Requests
The key to an effective consultation is to involve the customers in the identification and
diagnostic process. Sharing information builds customer loyalty and helps to educate the
customer on the vehicle’s service needs.
Interview guidelines for Service Advisors:
1. The best place to conduct the interview is at the vehicle. If the customer has a
reservation, ask him or her to confirm the requests mentioned when the reservation
was made.
2. If the customer asks for a specific service, such as a tune-up, make sure it will benefit
the customer. Ask clarifying questions to learn what symptom or condition prompted
the request.
3. Review with each customer his or her vehicle needs, including any open product recall
campaigns, based on the vehicle history.
4. If the customer reports a performance-related problem with the vehicle or a component,
ask open-ended questions to encourage discussion.
Keep in mind the What, When, Who, Where, and How questions.
• What more can you tell me about the condition and was it previously repaired?
• When does it occur? Does it ever occur at the same time?
• Who has previously worked on the vehicle for this concern?
• Where does it occur?
• How often does it happen?
5. Address each concern individually; repeat back the customer’s description in your own
words to make sure you understand what he or she said.
6. Once you’ve got agreement on the details, record the customer’s observations exactly as
stated. If necessary, make a separate note to capture this information (this can provide the
Technician with the additional information needed to diagnose the vehicle).
7. Using the vehicle history file, suggest needed maintenance and remind the customer
about any previously recommended repairs.
3-9
Consulting
• Depending on the situation, point out special dealer services and mention current
service, parts, and accessory specials that seem to meet the customer’s needs
and lifestyle.
Active Listening
Service Advisors are responsible for the effectiveness of the interview with the customer. An
important part of the job is to learn what the customer thinks about the condition of his or
her vehicle, particularly if they suspect there is a problem.
Active listening techniques:
• Be positive and reassuring when you greet customers. Allow them the time to tell you
why they have come in for service. Remember that some people are intimidated by an
unfamiliar environment and may have difficulty describing their concerns. Provide comfort
to the customer by letting them know that anything they tell you is very helpful.
• Don’t allow previous situations with other customers to affect your communication with
this customer. Every customer is a new opportunity.
• Use eye contact to confirm your attention to their concerns. Eye contact helps customers
communicate more clearly because they can tell from your expression whether the
information makes sense to you.
• Ask clarifying questions to help identify the cause of a problem. Questions about the time
of day a problem occurs, estimates of ambient temperature, or recollections of weather
and road conditions reveal important information.
Determining Vehicle Condition
Determining the current condition of the vehicle increases the rate of correct and complete
one-visit repairs. After determining the customer needs, verifying their concerns, and
documenting them on the Repair Order, it’s time to evaluate the vehicle to make sure that
additional service needs are discussed during the same service visit.
The Service Advisor verifies the operation of vehicle systems through simple observation —
visually checking for obvious conditions only. (When a complex problem needs to be
checked, it may be necessary for a Technician to conduct a road test, inspect the underside
of the vehicle on a lift, or use special equipment.)
Basic guidelines for determining vehicle condition and making recommendations:
1. Start by explaining the benefits to the customer when the dealership checks the condition
of the vehicle before performing maintenance and repair operations.
• Better information for maintenance and repair decisions
• Peace of mind about the vehicle’s overall condition
• Total servicing needs taken care of in fewer visits
3-10
2. Be familiar with repair notations on previous Repair Orders that were declined and remind
the customer of those “missed’ recommended services.
3. Explain how proper maintenance can protect the customer’s investment and maintain the
reliability of transportation. Use printed material to illustrate your suggestions.
4. Ask the customer if they wish to have the additional service work performed to avoid
future inconvenience.
Conducting the “Walk Around” and completion of the Initial Service Evaluation form:
5. Walk around the vehicle with the customer and check the exterior. Point out items in good
condition, as well as what needs attention. Customers feel assured when they hear that
their vehicle is operating normally. When necessary, make a note of body or trim damage
on the Repair Order.
6. Open the engine compartment for the under-hood check. Involve the customer
throughout by asking questions about how often he or she adds oil, coolant, or other
fluids and take the time to educate the customer on how the engine operates.
Tell the customer what you are doing as you look for:
• Fluid leakage or deterioration of hoses, and loose or frayed belts
• Oil or coolant seepage at engine seams
• Electrical connections that are obviously loose or misrouted wiring that could
cause trouble
7. As you check the vehicle, talk to the customer, emphasizing the safety, convenience, and
cost benefits of identifying minor problems before they become major problems.
8. Record your findings on an Initial Service Evaluation Report as you go along.
9. Sign and provide a copy of the Vehicle Inspection Report. Summarize your observations
and recommendations for the customer.
Consulting vs. Selling
The business of “up-selling” each customer who comes into the service drive to generate
additional profits is well known by consumers and is often viewed as intentional and
excessive. Customers feel they are asked to purchase services they do not need. The top
reason customers give for not returning to franchised dealerships for their service needs is a
loss of trust in the dealer when they attempt to sell them unneeded services.
In direct contrast, a consulting system should build customer loyalty by educating customers
on what the vehicle needs, suggesting solutions, and looking out for their best interest. The
key is to provide the facts and allow the customer to make the best decisions for their
needs.
Customers must feel comfortable about the choices they make to bring their vehicle in for
service. Ultimately, it’s the dealership that enables a customer to make the decisions that are
in their own best interest. This approach to “selling” will be appreciated and remembered
by customers.
3-11
Consulting
Documentation and Closing
The next step is writing up the repair instructions. This is the most critical written
communication assignment because the customer’s comments and clear repair instructions
tell the Technicians exactly what to do to meet the customer’s expectations. They also
provide the basis for price estimates and time promises. Accurate estimates early in the
transaction process build customer confidence and expectations in dealer’s ability to properly
service the vehicle.
There are many internal benefits as well, such as proper dispatching to decide who is most
qualified to do the job, more accurate shop capacity, and fewer vehicle comebacks.
After the customer has agreed in principle on the work to be done, apply the following
guidelines to firm up the agreement:
1. The Repair Order clearly describes the customer’s concerns and services needed to be
performed, and contains accurate vehicle information.
• Include all the information necessary for the Technician to accurately diagnose
the problem, including any information regarding any previous repairs.
• Describe problems and symptoms and include the customer’s descriptions to the
probing questions asked during the interview.
• Confirm with the customer that you have correctly translated their concerns and
recorded it correctly.
• Remember, the Repair Order is a legal document, so it needs to be accurately
prepared, without typographical errors or acronyms a customer may not understand.
2. Repair Orders are recorded with accurate time and cost estimates.
Cost Estimates:
• Use tools to establish accurate pricing such as service menus, pricing guides, and Kia
operational manuals.
• Use line items to outline the estimated cost of services.
• Record the cost estimate on the Repair Order.
Time promises:
• Ask the customer when it’s convenient to pick up the vehicle. If the customer hour
suggested allows for sufficient time to do the job, use the customer’s suggestion as
the promised time.
• Shop capacity and parts availability should be considered before making time
estimates.
• When the customer indicates that the vehicle is needed as soon as possible, tell the
customer when the work on the vehicle could be completed.
• Record the date and time on the Repair Order so everyone knows the commitment
made to the customer. This is equally important to do when a customer is waiting at
the dealership.
3-12
Concluding the Agreement
Use these guidelines to complete a few administrative steps that make sure the contract is
complete before turning it over to the Dispatcher:
1. Based on when the customer can pick up the vehicle, agree on special delivery
arrangements, if necessary. This may mean arranging for after-hours pickup from the
Sales Department.
2. Scan the Repair Order one more time to make a final check of its completion and
accuracy.
3. Ask for the customer’s signature on the Repair Order to confirm his or her approval.
4. When all is in order, provide the customer a copy of the signed Repair Order.
• It’s a great communication tool if you have to call customers to approve changes to
the Repair Order, especially changes to the initial cost estimate.
• It also works as a claim check for the customer, making it easier for the cashier to
locate the invoice and keys.
5. Thank every customer and offer a business card. Inform each customer that you will
periodically contact them in order to provide them with a status report on their vehicle.
6. Escort customers who are “waiters” to the waiting area.
7. Record the essential details of the transaction in your Repair Order Log and forward the
Repair Order to the Dispatcher.
Resources
Consulting requires certain resources. This list summarizes those requirements:
People
Service Advisors
Qualifications:
• Ability to be the customer’s primary contact
• Enjoy interacting with other people
• Have a genuine desire to be of service to customers
• Good customer relations skills
• Good communications skills
• Good listening skills
• Can build relationships with customers
• Have initiative and flexibility combined with a positive attitude
• Some sales ability
• Assertive when recommending needed services
3-13
Consulting
• Administrative ability to handle the paperwork
• Technical knowledge builds credibility with customers
Special Skills:
• Kia product knowledge
Support Personnel
Vehicle movers and parking lot coordinators help keep consulting area free of congestion
and ready for efficient and professional service consultations. Look for people with
qualifications similar to a valet parking attendant. Select people who can be counted
on to be courteous and respectful of others’ property.
Facilities
Service Reception Area:
• Customer contact area that offers protection from the weather and is outside of the
shop area
Equipment and Materials
Besides standard workstation equipment, you need the following items:
• Adequate work surface and comfortable seating for the advisor and customer
• If using computers, a computer terminal linked to a computer system with software for
Repair Order generating, customer tracking and history information, as well as database
management
• A set of basic hand tools to help customers with minor items
• Repair Orders
• Repair Order Log to keep track of each Advisor’s customers
• Vehicle identification system—hats or tags—to help locate vehicles on the site and in
the shop
• Inspection stall with a hoist and diagnostic equipment near the consulting area
• Displays to promote parts and accessories sales
• Seat covers, floor protection, steering wheel covers, paper towels, and cleaning solutions
3-14
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Service Transaction Guide
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